Total Quality Management

Contributions of Quality Gurus

Quality Gurus…

• W. Edwards Deming – Developed courses during World War II to teach statistical quality-

control techniques to engineers and executives of companies that were military suppliers

– After the war, began teaching statistical quality control to Japanese companies

• Joseph M. Juran– Followed Deming to Japan in 1954– Focused on strategic quality planning

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…Quality Gurus…

• Philip Crosby – In 1979, emphasized that costs of poor quality far outweigh the cost

of preventing poor quality– In 1984, defined absolutes of quality management—conformance to

requirements, prevention, and “zero defects”

• Armand V. Feigenbaum– In 1951, introduced concepts of total quality control

and continuous quality improvement

• Kaoru Ishikawa– Promoted use of quality circles– Developed “fishbone” diagram – Emphasized importance of internal customer

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…Quality Gurus

• Genichi Taguchi– Emphasized variation reduction, Taguchi loss function

• Shigeo Shingo – Developed “Poka-Yoke” and Source inspection systems

• Taiichi Ohno– Father of Toyota Production System– Influenced areas like JIT and Lean manufacturing

• Walter Shewart– In 1920s, developed control charts– Introduced the term “quality assurance”

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Deming’s Chain Reaction

Improve Quality

Productivity improves

Provide jobs and more jobs

Cost decreases because of less rework, fewer mistakes, fewer delays, better use of machine time and materialsStay in business

Capture the market with better quality and lower price

The Deming Cycle or PDCA Cycle

PLAN

CHECK

DOACT

Plan a change to the process. Predict the effect this change will have and plan how the effects will be measured

Implement the change on a small scale and measure the effects

Adopt the change as a permanent modification to the process, or abandon it

Study the results to learn what effect the change had, if any

Deming’s 14 Principles

1. Create a vision and show commitment

2. Learn the new philosophy3. Understand inspection4. Stop decision making

solely on cost5. Improve constantly6. Institute training7. Institute leadership

8. Drive out fear9. Optimize team efforts10. Eliminate exhortations to

workers11. Eliminate numerical quotas12. Remove barriers to

workmanship pride13. Encourage self-

improvement14. Take action

Deming’s Deadly Diseases

1. Lack of constancy of purpose2. Emphasis on short-term profits3. Performance Appraisal4. Mobility of Management5. Running a company on visible numbers only

Deming’s System of Profound Knowledge

Appreciationfor System

Knowledge about

Variation

Theory aboutKnowledge

Knowledge ofPsychology

Appreciation for System

• Most organizational processes are cross-functional• Parts of a system must work together• Every system must have a purpose• Management must optimize the system as a whole

Appreciation for System Knowledge about Variation

Knowledge of Psychology Theory about Knowledge

Knowledge about Variation

• Many sources of uncontrollable variation exist in any process• Excessive variation results in product failures, unhappy

customers, and unnecessary costs• Statistical methods can be used to identify and quantify

variation to help understand it and lead to improvements

Appreciation for System Knowledge about Variation

Knowledge of Psychology Theory about Knowledge

Theory of Knowledge

• Knowledge is not possible without theory• Experience alone does not establish a theory, it only describes• Theory shows cause-and-effect relationships that can be used

for prediction

Appreciation for System Knowledge about Variation

Knowledge of Psychology Theory about Knowledge

Knowledge of Psychology

• People are motivated intrinsically and extrinsically• Fear is demotivating • Managers should develop pride and joy in work

Appreciation for System Knowledge about Variation

Knowledge of Psychology Theory about Knowledge

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Juran’s Quality Trilogy…

Quality Planning• Identify who are the customers• Determine the needs of those customers• Develop a product that can respond to those needs• Optimize the product features so as to meet our needs and

customer needs

Quality PlanningQuality

Improvement

Quality Control

…Juran’s Quality Trilogy

Quality Improvement• Develop a process which is able to produce the product• Optimize the processQuality Control• Prove that the process can produce the product under

operating conditions with minimal inspection• Transfer the process to Operations

Quality PlanningQuality

Improvement

Quality Control

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Crosby’s Absolutes for QualityManagement

First Absolute• Definition of quality is conformance to requirements, not

goodnessSecond Absolute• System of quality is preventionThird Absolute• Performance standard is zero defectsFourth Absolute• Measurement of quality is the price of non-conformance

Crosby’s Zero Defects

Zero Defects philosophy believes in total perfection or ‘to do the job right the first time’

• Errors or defects are caused by two factors:– Lack of knowledge– Lack of attention

Crosby’s Fourteen Steps for QualityImprovement

Quality Improvement Team

Management Commitment

Cost of Quality

Measurement

Quality Awareness

Zero Defects Planning

Corrective Action

Zero Defects

Employee Education

Error Cause Removal

Goal Setting

Recognition

Do it all Over Again

Quality Council

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Feigenbaum’s Total Quality

‘Total quality control is an effective system for integrating the quality development, quality maintenance, and quality

improvement efforts of the various groups in an organization so as to enable production and service at the most

economical levels which allow full customer satisfaction’

The two fundamental concepts:1. “Quality is everybody’s job”2. “Because quality is everybody’s job in a business, it may

become nobody’s job”

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Ishikawa’s expansion of Deming Cycle

Determine goals and

targets

Determine methods of

reaching goals

Engage in education and

training

Implement work

Check the effects of

implementation

Take appropriate

action

Plan

DoCheck

Act

Ishikawa Diagram

Also known as• “Cause and Effect Diagram” or C&E Diagram• Fishbone Diagram

Man

Material

Machine

Environment

Effect

Method

5 Whys and the Fishbone Diagram

Problem Statement: You are on your way home from work and your car stops in the middle of the road

1. Why did your car stop?– Because it ran out of gas

2. Why did it run out of gas?– Because I didn’t buy any gas on my way to work

3. Why didn’t you buy any gas this morning?– Because I didn’t have any money

4. Why didn’t you have any money?– Because I lost it all last night in a poker game

5. Why did you lose your money in last night’s poker game?– Because I’m not very good at “bluffing” when I don’t have a good

hand

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Taguchi Loss Function

L(y)

L(y) = k (y - m)2

y = Actual measurementm = Target valueL = Loss, a function of yk = Constant

y

m

Way to show how each non-perfect part produced, results in a loss for the company

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Shingo’s Poka-Yoke

“Mistake Proofing”An approach for mistake-proofing processes using automatic

devices or methods to avoid simple human or machine error, such as– Forgetfulness– Misunderstanding– Errors in identification– Lack of experience– Absentmindedness– Delays, or– Malfunctions

Recap

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Quality Gurus